Bài giảng Leadership - Chapter 9 Leadership Communication

Chapter 9Leadership Communication1Chapter ObjectivesAct as a communication champion rather than just as an information processor.Use key elements of effective listening and understand why listening is important to leadership communication.Recognize and apply the difference between dialogue and discussion.Select an appropriate communication channel for your leadership message.Use communication to influence and persuade others.Effectively communicate during times of stress or crisis.2CommunicationA process by which information and understanding are transferred between a sender and a receiver3Ex. 9.1 A Basic Model of the Communication ProcessLeader encodes messageReceiver decodes messageChannelReturn message encoded and sentFeedback LoopPotential noise and distortion4Ex. 9.2 The Leader as Communication ChampionInternal and external sourcesStrategic ConversationOpen climate ListeningDiscernmentDialoguePurpose DirectedDirect attention to vision/values, desired outcomes; use persuasionMethodsUse rich channels Stories and metaphorsInformal communicationLeader as Communication Champion5Ex. 9.3 Why Open the Communication Channels?An open climate is essential for cascading vision, andcascading is essential because:Natural Law 1: You Get What You talk aboutA vision must have ample ‘air time’ in an organization. A vision must be shared and practiced by leaders at every opportunity.Natural Law 2: The Climate of an Organization is aReflection of the LeaderA leader who doesn’t embody the vision and values doesn’t have an organization that does.Natural Law 3: You Can’t Walk Faster Than One Step at aTimeA vision is neither understood nor accepted overnight. Communicating must be built into continuous, daily interaction so that over time followers will internalize it. 6Ex. 9.4 Ten Keys to Effective ListeningKeysPoor ListenerGood Listener1. Listen activelyIs passive, laid backAsks questions; paraphrases what is said2. Find areas of interestTunes out dry subjectsLooks for opportunities, new learning3. Resist distractionsIs easily distractedFights distractions; tolerates bad habits; knows how to concentrate4. Capitalize on the fact that thought is faster than speechTends to daydream with slow speakersChallenges, anticipates, summarizes; listens between lines to tone of voice5. Be responsiveIs minimally involvedNods; shows interest, positive feedback7Ex. 9.4 (contd.)KeysPoor ListenerGood Listener6. Judge content, not deliveryTunes out if delivery is poorJudges content; skips over delivery errors7. Hold one’s fireHas preconceptions; arguesDoes not judge until comprehension is complete8. Listen for ideasListens for factsListens to central themes9. Work at listeningNo energy output; faked attentionWorks hard; exhibits active body state, eye contact10. Exercise one’s mindResists difficult material in favor of light, recreational materialUses heavier material as exercise for the mind8Ex. 9.5 Dialogue and Discussion: The DifferencesReveal feelingsExplore assumptionsSuspend convictionsBuild common groundLong-term, innovative solutionsUnified groupShared meaningTransformed mind-setsState positionsAdvocate convictionsConvince othersBuild oppositionsShort-term resolutionAgreement by logicOpposition beaten downMind-sets held ontoResultResultDialogueDiscussionConversationLack of understanding, disagreement, divergent points of view, evaluate others9Ex. 9.6 A Continuum of Channel RichnessLow channel richnessHigh channel richnessDisadvantagesImpersonalOne-waySlow feedbackAdvantagesProvides recordPremeditatedEasily disseminatedAdvantagesPersonalTwo-wayFast feedbackDisadvantagesNo recordSpontaneousDissemination hardFormal reportMemos, lettersElectronic mail, IM, Web, intranetFace-to-face verbalTelephone10Ex. 9.7 Dos and Don’ts of Electronic Mail (abridged)DoUse e-mail to set up meetings, to recap spoken conversations, or to follow up on information already discussed face-to-face.Keep e-mail messages short and to-the-point. Many people read e-mail on handheld devices, which have small screens.Use e-mail to prepare a group of people for a meeting. For example, it is convenient to send the same documents to a number of people and ask them to review the materials before the meeting.Use e-mail to transmit standard reports.Act like a newspaper reporter. Use the subject line to quickly grab the reader’s attention.11Ex. 9.7 (contd.)Don’tUse e-mail to discuss something with a colleague who sits across the aisle or down the hall from you. Take the old-fashioned approach of speaking to each other.Lambaste a friend or colleague via e-mail – and especially don’t copy others on the message.Use e-mail to start or perpetuate a feud.Write anything in an e-mail you wouldn’t want published in a newspaper. E-mail with sensitive or potentially embarrassing information has an uncanny way of leaking out. 12